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Senior government managers and officials

OaSIS code 00011.00

Senior government managers and officials plan, organize, direct, control and evaluate, through middle managers, the major activities of municipal or regional governments or of provincial, territorial or federal departments, boards, agencies or commissions. They establish the direction to be taken by these organizations in accordance with legislation and policies made by elected representatives or legislative bodies.

Overview

Also known as

  • Assistant deputy minister
  • Chief administrative officer - regional municipality
  • Chief statistician - government services
  • City administrator
  • Deputy minister
  • Director general - government services
  • Executive director - government services
  • High commissioner
  • Human Rights Commission chairperson

Main duties

This group performs some or all of the following duties:

  • Establish objectives for the organization in accordance with government legislation and policy, formulate or approve and evaluate programs and procedures alone or in conjunction with senior government committees
  • Advise elected representatives on policy questions and refer major policy matters to these representatives for final decision
  • Recommend, review, evaluate and approve documents, briefs and reports submitted by middle managers and senior staff members
  • Co-ordinate department activities with other senior government managers and officials
  • Make presentations to legislative and other government committees regarding policies, programs or budgets
  • Allocate human and financial resources to implement organizational policies and programs
  • Establish financial and administrative controls.

Additional information

  • There is mobility among senior management occupations.

Similar occupations classified elsewhere

Exclusions:

  • Legislators (00010)
  • Government managers - health and social policy development and program administration (40010)
  • Government managers - economic analysis, policy development and program administration (40011)
  • Government managers - education policy development and program administration (40012)
  • Other managers in public administration (40019)

Skills match:

View occupations with similar skills and abilities requirements

NOC hierarchy breakdown

NOC version

NOC 2021 Version 1.0

Broad occupational category

0 – Legislative and senior management occupations

TEER

0 – Management occupations

Major group

00 – Legislative and senior managers

Sub-major group

000 – Legislative and senior managers

Minor group

0001 – Legislators and senior management

Unit group

00011 – Senior government managers and officials

Occupational profile

00011.00 – Senior government managers and officials

Work characteristics

Work characteristics gathers the various components describing the work environment of each occupation, such as employers, work activities, and the work context. Each category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of complexity (for Work Activities) or other measurement dimensions (for Work Context), and secondly, in alphabetical order. The whole list of descriptors and their ratings can be expanded at the bottom of each page.

Work Activities

Proficiency or complexity level
Analyzing Data or Information
5 - Highest Level
Coaching and Developing Others
5 - Highest Level
Communicating with Coworkers
5 - Highest Level
Communicating with Persons Outside Organization
5 - Highest Level
Coordinating the Work and Activities of Others
5 - Highest Level

Work Context

Structural Job Characteristics

Structured versus Unstructured Work
Degree of freedom to determine tasks and priorities
5 - Very high amount of freedom
Work Week Duration
Worked hours in a typical week
3 - More than 40 hours

Physical Work Environment

Physical Proximity
Physical distance from others
3 - Somewhat close (e.g. share office)

Physical Demands

Sitting
Duration
4 - More than half the time
Standing
Duration
1 - Very little time
Bending or Twisting the Body
Duration
1 - Very little time

Interpersonal Relations

Contact with Others
Frequency
5 - Every day, almost continuously
Duration
4 - More than half the time
Work with Work Group or Team
Importance
5 - Extremely important
Frequency
5 - Every day, almost continuously

Workplaces/employers

  • Agencies
  • Boards
  • Commissions
  • Federal government departments
  • Municipal governments
  • Provincial government
  • Regional governments
  • Territorial governments

Skills and abilities

This section displays the various competencies required for an occupation. Each category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of proficiency (for Skills and Abilities) or importance (for Personal Attributes) and secondly, in alphabetical order. The whole list of descriptors and their ratings can be expanded at the bottom of each page.

Abilities

Proficiency or complexity level
Categorization Flexibility
5 - Highest Level
Fluency of Ideas
5 - Highest Level
Information Ordering
5 - Highest Level
Memorizing
5 - Highest Level
Problem Identification
5 - Highest Level

Skills

Proficiency or complexity level
Coordinating
5 - Highest Level
Critical Thinking
5 - Highest Level
Decision Making
5 - Highest Level
Evaluation
5 - Highest Level
Learning and Teaching Strategies
5 - Highest Level

Personal Attributes

Importance
Analytical Thinking
5 - Extremely important
Attention to Detail
5 - Extremely important
Collaboration
5 - Extremely important
Independence
5 - Extremely important
Leadership
5 - Extremely important

Interests

The OaSIS uses the Holland Codes to describe the work-related interests. According to the Holland model, people work best in work environments that match their preferences, which means that people and work environments can be matched for a best fit. Occupational environments in Holland’s theory are described according to a combination of main interests and the activities they represent. There are six interests in the Holland typology: Realistic, Investigative, Artistic, Social, Enterprising and Conventional. All occupations in OaSIS have up to three interests assigned to them.

Interests

Preferences for work environments and outcomes.

Interests profile: ECI

Enterprising (E)

Enterprising occupations are characterized by the dominance of action-oriented activities to attain organizational or self-interest goals. They frequently involve starting up and carrying out projects, influencing, leading or mobilizing people, making decisions, and sometimes require risk taking and dealing with business.

Conventional (C)

Conventional occupations are characterized by the dominance of activities that entail following sets of procedures and routines. These activities may include systematic manipulation of data, such as keeping records, filing materials, reproducing materials, organizing written and numerical data according to a prescribed plan, and operating business and data processing. They often require following a clear line of authority and usually involve working with data and details more than with ideas.

Investigative (I)

Investigative occupations are characterized by the dominance of activities that entail the observation and systematic or creative investigation of physical, biological, or cultural phenomena. These occupations require an extensive amount of thinking and frequently involve working with ideas, searching for facts and figuring out problems mentally.

Employment requirements

Employment requirements includes the education, training, certifications and the knowledge required to work in each occupation. The Knowledge category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of proficiency, and secondly, in alphabetical order. The whole list of Knowledge descriptors and their ratings can be expanded at the bottom of each page.

Education, certification and licensing

  • A university degree or college diploma is usually required.
  • A graduate degree in a related field may be required.
  • Several years of managerial experience in the public or private sector are required.

Knowledge

Knowledge level
Accounting
3 - Advanced Level
Business Management
3 - Advanced Level
Communications and Media
3 - Advanced Level
Finance
3 - Advanced Level
Human Resources and Labour relations
3 - Advanced Level

Skills for success

 
Skills for Success Model
 
Skills for Success are skills that help you in a quickly changing world. Everyone benefits from having these skills. They can help you to get a job, progress at your current job or even change jobs. The skills also help you become an active member of your community and succeed in learning.
 
 
Linkages Between ESDC Skills Models and Frameworks
 
ESDC makes available a dictionary of over 300 terms (or descriptors) and definitions, known as the Skills and Competencies Taxonomy (SCT). Descriptor information from the Taxonomy is used in the Occupational and Skills Information System (OaSIS).
 
While there is general commonality of meaning between the descriptors in the SCT and the Skills for Success model, there are some differences in their definitions due to their distinct purposes. The Skills for Success Model [9 broadly defined skills] identifies the skills that are universally applicable. The SCT displays specific skills and competency requirements for 900 occupations. Users of the Skills for Success Model and Essential Skills content may find competency information from the Taxonomy and the OaSIS to be complementary.
 
Stay tuned to this section for more information and updates regarding linkages between the Skills for Success model and the OaSIS.

O*NET in-it

This page includes information from the O*NET 27.2 Database by the U.S. Department of Labor, Employment and Training Administration (USDOL/ETA). Used under the CC BY 4.0 license. O*NET® is a trademark of USDOL/ETA. Employment and Social Development Canada has modified all or some of this information. USDOL/ETA has not approved, endorsed, or tested these modifications.

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